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Forces of change
Submitted to: Submitted By : Ms.deepinder kaur kumar 920(D) MBA -2nd Year
SCHOOL OF MANAGEMENT STUDIES Punjabi university PATIALA
The change could be minor of major. it is very important for organizations to keep themselves update according to the technological advancements. Managers need to adjust their management styles to meet these values and needs. INTERNAL CHANGE FORCES EXTERNAL CHANGE FORCES The forces compels from outside the organization. Hence. Hence . client satisfaction. (basically under the organization control) are called Internal Change Forces. Now the market competitors are not from only contiguous area but from throughout the world. etc. The forces prompting change can be categorized as. Usually Organizational change re-aligns organizational systems and deal with the factors prevailing in the external environment of an organization. which are taking place at very fast rate. lower prices. a change is effected to revamp the internal systems of the organization. INTERNAL CHANGE FORCES The forces compels from inside the organization. (on which organization normally have no or minimal control) are termed as External Change Forces.organizational change? Organizational change means any change that occurs in the work environment. Sometimes. Social and political pressure The needs. Organizational change can be described as a situation which emerge due to some management decisions that have an effect on employees. values and priorities of customers and political circumstances are unstable. to sustain. The Internal forces effecting change are: Inter-relationship: Any organization can not progress without the commitment and dedication of its employees. EXTERNAL CHANGE FORCES and 2. The external forces effecting change are: Technological developments: Nowadays most of the organizations use technology as a means to improve productivity and market competitiveness. This compels every business house to retain quality. to retain and advance in competitive market. 1. Competitive environment: The emerging global economy has the changed the style of business.
opens with a message from the commander describing the theme of the current issue and the way it ties into the larger vision for transformation. AFSPC developed and published its strategic vision in “Commanding the Future. maintain. and ensure space superiority.their perceptions. Air and Space Power Journal. now dedicates entire issues to space. Communicate the Change Vision/Consistency of Message AFSPC exploits multiple venues to get the transformation message out. As General Lord passes the mantle of responsibility to his successor (General Lord retired on 3 March 2006). Transformation is part and parcel to this vision. consistent with General Lord’s belief that staying on message is a critical component of transformation. consistency of message will be aided greatly by the contents of the report to the secretary of defense on the impact of the Space Commission’s report. AFSPC focused largely on the force—enhancement role of space systems and the deterrence role of nuclear forces. the vision. Space and missile operations of tomorrow will focus on developing and projecting combat power. The vision of “Commanding the Future” serves as the guidepost from which yearly planning strategies derive and by which all other actions are judged. The core purpose of AFSPC is to generate. about individual and organizational needs should be considered important. operationalizing space has served as a central tenet of the command’s agenda. Corporate life . and metrics for progress. and core values remain unchanged. Dissatisfaction among employees regarding about the working conditions and individual and organizational needs may lead to conflict between management and employees. Every issue of High Frontier. These in turn drive the creation of actionable plans with objectives. Although the strategic action plan may require adjustments to meet emergent contingencies. Publishing the future vision in “Commanding the Future” is just one of these. the quarterly professional journal of the space community. Excessive interpersonal conflict is often a clear sign that change is needed Develop a Vision and Strategy/Consistency of Purpose An organization’s vision and strategy define its core purpose and values. the official professional publication of the US Air Force. milestones. Similar to past examples of military transformation. core purpose. In the past.” Over the last 12 years. the extension of General Lord’s tenure as commander of AFSPC greatly enhanced consistency of purpose.
the author Anthony Greenfield reveals his blueprint for leading successful change. This causes anxiety and a drop in performance. We are reluctant to let go of familiar things in favour of novel and unproven ideas. But human nature remains much the same – people don’t like change. It threatens morale and all too often fails to deliver promised benefits. least of all bad news. On the flip-side. Large-scale change requires people to invest a great deal of energy and emotion in getting to grips with new methods and in living with extended periods of uncertainty. To do this. coming up with better ways of doing things and learning new skills. but rather is about being the most adaptable. We love to rise to a challenge and derive enormous satisfaction from succeeding against the odds. However. Openness about what is going on and why it’s going on builds trust. Certainty. the world of work is shifting at such a mind-boggling rate that we have little choice but to continually change or risk being left behind. Don’t hide things from them.In the business world it seems that major organisational change is becoming ever more frequent. We want to know where we are going and how we are going to get there. The antidote to uncertainty is trust. In light of the complex management and human resource issues that arise at such times. . energy and emotion. So our response to a given change varies dramatically depending on how we experience it and how we are led through it. Like a master of martial arts. At the heart of the matter is the way we experience and respond to change. We enjoy exploring new avenues. there were 875 million internet shoppers worldwide. and when the ground begins to shift under our feet we lose confidence and find it hard to remain effective. An immediate consequence of change is uncertainty. Whereas organisations may have little choice but to change. Any enterprise that can introduce new ideas and new approaches frequently and effortlessly has a huge advantage. In January 2008. people fear for their jobs and at the very least they can become unclear about what the future holds and their role within it. people do. It is the role of a modern leader to make this possible. and the key ingredient of trust is communication. Major organisational change sucks up time. Information Technology continues to shrink the world and revolutionise the way organisations operate. in 1993 there were none. The key to success is to work with the grain of human nature rather than against it. At worst. Success is no longer a matter of being the fastest or the fittest. you must turn opposing forces to your advantage instead of meeting them head on. you need to understand and address the 5 Forces of Change – forces that drive human behaviour and which come under threat during major organisational change: 1. so too does treating people with the respect they deserve. we are capable of amazing things.
Change can lead to strong feelings of unease as people sense that they have lost power over their working lives and become victims to outside forces. Crucially. But that’s not the end of it. giving people a crystal clear purpose and a reason to persevere despite inevitable difficulties. they must support people as they put new methods into practice. Great leaders spell out an inspiring vision and remain steadfast in the face of adversity. Success. To combat this problem. they find themselves grappling with new ways of working. Jamie had been masterly at getting children on board at one school he worked with. Just ask people who travelled through Terminal 5 at Heathrow when it opened! In uncertain times. 4. You need to celebrate the past – its successes and failures – and mourn its passing before people can let go of old practices and travel happily into the future. we need to break these connections and form new ones. leaders must nurture success. it about celebrating each triumph and building up support to tip the balance in favour of change. Purpose. 3. Connection. We all form strong attachments to people and things. Control. things can become foggy. when people already feel vulnerable. One such rebellion took place in September 2006 when mothers at a school in Rotherham fought back against the introduction of healthy meals (inspired by Jamie Oliver’s TV series “Jamie’s School Dinners”) by passing burger and chips to their kids through the school railings. People’s sense of direction is diminished and they become less confident about what they are doing. Whilst this is an enormous challenge. More About Forces to Change . As an organisation changes course. especially those who find their performance gets worse before it gets better. At M&S. Anyone who has introduced change at work knows that performance often gets worse before it gets better. In stark contrast to this. No one complains about a meal they have cooked themselves. Finally. 2. When two banks recently merged they threw a huge party to celebrate the demise of two old organisations and the birth of a new one. This can cause people to rebel against change or to quietly opt out of it.rather engage with them about why the change is vital so they can reach the same conclusions as you have. They must spell out expectations and train people to succeed. Remember also that the change begins with you – nothing will kill a new initiative faster than a leader who lacks confidence in it. He took a small group who steadfastly refused even to try healthy food and taught them to prepare healthy dishes with their own hands – a crucial move in winning them over. 5. No wonder there is a strong temptation to revert back to tried and trusted methods. it is unambiguous and appeals to values that transcend day to day work. In turbulent times we look for leaders with a clear and unequivocal sense of purpose. Merely exhorting people to join you in the new world is not enough. When things change. Sir Stuart Rose has set a target of becoming carbon neutral by 2010.
and you wondered why change is so difficult. Let us help you create winning strategies and plans for change. Managing and Leading the Forces of Change addresses key strategies that organizations and individuals can apply to ensure that they aren't swept under by the tides of change.. They both resist change.People and stones have one thing in common. Read about recent participant reactions. And yet the forces of change are beating on the shores of human existence harder than they ever have. This will be of interest to: Business Owners Managers of not-for-profit organizations Directors Presidents Vice Presidents CFO's and Controllers Staff and Line Managers Plant and Operations Managers Anyone who wants to contribute to their organization Training Directors Benefits: Reduced stress Decreased resistance and infighting Achieve planned goals Exceed planned goals Reduced cost Faster implementation of change See a short .. Managing and Leading the Forces of Change is recommended for all professionals who are interested in learning specific ways to either create positive change or prosper in spite of change being forced upon them. overview article on change." Two thirds of all people dislike change and one half actively resist change. The presentation will include: What change is and how it manifests itself The positive and negative implications of change What change means to people (why even good change can be overwhelming) How to cope with change How to lead change Why it's better to lead change than to just react to it How to succeed Everyone who has leadership or management responsibility in any type and size of company or organization is encouraged to attend. We'll be happy to talk to you about helping your organization change and grow in a positive way.
not merely convey and implement policy from above. early. Martin is an efficiency. Workshops are very useful processes to develop collective understanding. Staff surveys are a helpful way to repair damage and mistrust among staff . and 'changing people's mindsets' or 'changing attitudes'. ideas. ever. Business Solutions . . which need to be explained to people as early as possible. methods. Business Solutions uses and teaches high-road business practices to individual managers and organizations. Mr. acquisitions. policies. and provided you publish and act on the findings.managers are crucial to the change process . all create new systems and environments. and implementing effective business practices that enhance the profitability and stability of their clients. which does not work. approaches.. because this language often indicates a tendency towards imposed or enforced change (theory x). Change such as new structures.The Positive Way.Improved leadership Better morale The Presenter. full communication are the important factors. Mr. See the section on workshops on the website. empathy and facilitative capability are priority areas . Martin led change in large and small organizations across the nation.provided you allow allow people to complete them anonymously. Steven Martin. which is never. creating strategic plans.The Positive Way is a national business training and consulting firm. cost reduction. not the people. Whenever an organization imposes new things on people there will be difficulties. so that people's involvement in validating and refining the changes themselves can be obtained. etc. policies. Their focus is on solving and preventing problems. etc. disposals. then the organization has the wrong mindset.change must not be imposed upon the people Be wary of expressions like 'mindset change'. Participation. and it implies strongly that the organization believes that its people currently have the 'wrong' mindset. and problem-solving expert with over 30 years of experience.they must enable and facilitate. If people are not approaching their tasks or the organization effectively. systems. re-locations. change must involve the people . involvement and open. President of Business Solutions . the case. targets. Management training.
people and teams need to be empowered to find their own solutions and responses. In the past. and what the measures will be for having got there. as early and openly and as fully as is possible. Communicate. and tolerance and compassion from the leaders and executives. Plan development towards above No. but also a new field structure. involve.3 in appropriate achievable measurable stages. 4. changes to territories or organizational structure had resulted in months of disarray and unacceptable drops in revenue. why. 5. Management and leadership style and behaviour are more important than clever process and policy. with facilitation and support from managers. culture. enable and facilitate involvement from people.000 strong sales force without negatively impacting sales. when. 2. behaviours.. not only would there be territory changes. whether personal or organisational). Organizational Assessment: This sales force was selling in a commodity product highly competitive industry. This time. this was a . Case Study – Sales Force Reorganization Business Challenge: To implement a new selling model for a 2. At all times involve and agree support from people within system (system = environment. change management principles 1. Although the change could be viewed as positive. Employees need to be able to trust the organization. Understand where you want to be. or change is likely to be very painful. etc. The leader must agree and work with these ideas. and the best people will be lost in the process. processes. Understand where you/the organisation is at the moment. relationships. 3.You cannot impose change .
They were given the tools to identify and understand where their employees were in the change cycle and how to move them along without negatively impacting the business. In addition managers took a fresh look at starting up their new teams and learned how to jump start that process for everyone’s benefit. Case Study : Sales Force Automation System : Development. SFA was the first project I got to work on. but rather on the new unified team. 3. sometimes even stronger than company identity. What was recommended: • • • A change communication plan A change and transition plan including an identity merger plan A management training plan Results: 1. Through the process people stopped thinking about themselves as being on one team or another. The change communication plan focused on the role that senior management and senior field management needed to play.big adjustment for the field. Execution was the key and with a few minor exceptions everyone carried out their part quite effectively. in which case they are often called customer relationship management systems. the two individuals (one from each sales force) that previously had overlapping territories would now be joined by a third person in their territory. Rollout and Change Management Sales force management systems are information systems used in marketing and management that automate some sales and sales force management functions. Torrent has over 800 products registered in over . The identity merger plan included a contest to pick a new name for the combined sales forces and resulted in some positive competition across the United States. The management training plan focused on how managers in the field could handle the change effectively.torrentpharma.com). They are frequently combined with a marketing information system. Several different types of feedback loops were implemented which created a positive business climate for the changes. Individual sales force identity was strong in the field. When I was employed with Torrent Pharmaceuticals Limited (www. 2. Two sales forces which shared geographic similarities but were run as separate entities would now being joined together under one sales force. This change was being made at a critical time in the product selling cycle of their primary product and there wasn’t room for a drop in revenue. In addition.
Data capturing at source 5. Improve productivity 3.27 countries. people who were always on move. For them. Immediate feedback from seniors 6. We wanted them to own the system. Our business case was: 1. develop the system and then force the system on sales force. Free up time for high value activities 7. Wanted to minimize/eliminate writing work 2. Torrent created an IT enabled Business Environment through deployment of SAP in its headquarter. one research center and numbers of foreign subsidiaries. These were always a failure. Better Customer. Business. We wanted to involve Sales Force . Morale of field force 8. But. two manufacturing plants. That gave birth to idea of SFA roll out. Goods return and stock data 9. Overall – Gain Competitive Advantage Approach to a problem & Change Management Typically.. Increase in productivity & earnings 13. And then. who really generated the sales for the company . E-Mail & Medical Information 12.the strong sales force of 3000+ people. in other pharma companies. But. did not get any direct benefit of this IT enabled Business Environment. Online availability of Sales. Discussion forums 11. requirements were gathered from HQ. who does not know actual problems in field. in every phase of development. Torrent news from HO/Market 10.. a separate system catering to their specific needs was required. • • • Launched the system for one zone at a time First zone with only basic functionality Every next zone with improved interface and useful features developed with input from previous zones . We selected a team of actual users for pilot testing.the actual user. Industry focus 4. we took different pathway.
are forms of advertainment that have consequences for both consumers and producers. market and technological forces facilitate this creation by providing cheap and easy-to-use platforms to create and host content. In the end. 24 Hours telephonic support was given. . but this is not the case. Conclusion Amateur forms of advertising. Furthermore. We treated them separately by giving them computer knowledge first.• • Sufficient training and testing time given before LIVE date for each zone Time gap between two zone going LIVE Following figure illustrates the SFA Architecture In our training to sales force. many time I received calls for support around 2AM during month end(closing time). I and my team were gained by the knowledge of functions and sales life cycle of a pharmaceutical company. we also faced problem like people with zero computer literacy. including consumer-generated advertising and fan culture. we were able to simplify life of sales representatives. most important to us was. In initial roll out. Instead. It appears as if consumers are becoming more creative. But. that was our real success.
In addition. One consequence for companies is that they are more dependent on the consumer because consumers trust professional advertisements less than word of mouth advertising. Companies are constrained by the forces of social norms. meaningful viewing. further increasing advertiser dependence on consumers.these forces are causing consumers to become more extrinsically motivated to create content. and market. consumer-generated advertising and fan culture provide cheap labor. technology. so they need to explore alternate forms of advertising to connect with consumer’s social norms. and free publicity for companies. .
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